What is the
focus problem(s) that our
organization exists to solve? What need or opportunity does our organization
exist to resolve? (In considering the focus problem or need, you might want to
consider the following questions: Who is affected by the problem? How are they
affected?) Describe how the world would be improved, changed, or different if
our organization was successful in solving the problem or responding to the
need.

What is the
purpose of our organization (answers
the question of why we exist, does not describe what we do)? This should be a
short succinct statement that describes the ultimate result we are hoping to
achieve; make sure to indicate outcomes and results (e.g., to eliminate
homelessness), not the methods of achieving those results which is your mission
(e.g., by constructing houses).

What is our
business? Describe the business or businesses we are inour primary services or
activities.

What are
the fundamental values and beliefs that
should guide us in our day-to-day interactions with each other and our
constituencies? What are the major
assumptions upon which our organization provides its services?

We believe:









We assume:









Our Mission
Statement

(Combine the information above to create a compelling
mission statement about who the
organization is, what the organization does, and why the organization does it.)

Summarize findings regarding Members
perception and expectations of the organization.

Members

What
do our members need or expect from ourorganization? (What are the criteria
they use to judge ourperformance?)
How well does our organization perform
against those criteria(excellent, good, fair, or poor)? Why
such a rating?
What do our members want us to do more
of or less of?
What additional or increased programs
or services do theythink we should be offering if
resources were available?

What do our members say about our organizationsstrengths and weaknesses?
What trends do they perceive as either
opportunities orthreats?

SWOT grid: Using Worksheet 2, look at
the interrelationship of your organizations external opportunities and
threats and its internal strengths and weaknesses and assess possible
short-term and long-term organizational responses.

Major
Opportunities

Major Threats





  

Primary Strengths   

Invest:Clear matches of strengths and opportunities lead to comparative
advantage.

Defend: Areas of threat matched by
areas of strength indicate a need to mobilize resources either alone or with
others.

Is
understandable by people who have not participated in the development of the plan?

Responds
to the organizations best understanding of its internal and external environments?

Develops
from a consensus and commitment-building process?

Has
been formally adopted by the board of directors?

Comments and suggestions for future
strategic plans:

The Annual
Operational Plan(s):

Yes

No

Has
both process and outcome objectives specified?

Has
been developed by staff who are responsible for the
implementationof the goals and objectives?

Provides
an easy implementation, monitoring, and reference tool?

Operationalizes the strategic plan?

Is
realistic?

Comments and suggestions for future
annual operational plans:

The Planning
Process Met the Following Criteria:

Yes

No

The
process itself was consensus building: It offered a way to surface the needs and interests of all stakeholders
and allowed sufficient time to reach
agreement on what is best for the long-term and short-term interests of the association;

The
process allowed sufficient time to assess programs, and the strengths, weaknesses, opportunities, and
threats; and